Description: Description of the mathematics involved when looking at low probability events within a company from the perspective of the C-Suite. The accumulation of small probability events leads to a much higher probability of at least one of them happening in a given period.

Description: In this article, Aneesha Deshpande examines how Hagerty's complementary business models- specialty insurance and automotive lifestyle and membership services- are a result of a deep understanding of customer needs.

Description: This article explores some key challenges facing the modeling actuary related to LDTI implementation and shares associated compliance and modernization considerations.

Description: The article summarizes implications of rising interest rates on U.S. GAAP and statutory financial reporting for life insurers, highlighting potential tailwinds from steady increases and headwinds from sharp increases. We further provide insights into how insurers can leverage ALM programs and interest rate risk hedging practices to favorably position themselves in a rising rate environment

Description: The article is an interview with Barbara Hogg who summarizes the results of a survey of Americans about their awareness of financial risks faced in retirement and how they are managing those risks. The survey was commissioned by the SOA and is the 11th iteration of such a survey.

Description: Dovel Technologies started as a two-person company, and by the time we sold to Private Equity in late 2019, Dovel had more than 1,200 people on its payroll. In this article, the authors (and cofounders of Dovel) describe two concepts that helped Dovel grow that actuaries can apply to help grow their firms.

Description: Milliman was engaged by the SOA to conduct two Accelerated Underwriting (AU) surveys, one of direct companies and another of reinsurers. The surveys explored actual results from 2019–2021 and expected results from 2022.

Description: We focus on those Strategic Risk Management (SRM) approaches which articulate challenges to strategic execution, prioritize risks to attaining objectives, drive key performance metrics, and improve the chance of success. By using these qualities as our guide, we drive SRM which resonates with the C-suite and creates risk management intelligence which drives success.

Description: Risk management techniques do not include system science. System science requires that the uncertainty of the world is incorporated into the results. The articles explains the difference between risk and uncertainty. Learn how risk practices create an overoptimistic view of future outcomes.

Description: A three-minute neuroscience-based image exercise is able to accurately unlock the emotional state of individual employees, permitting prediction of a host of specific needs. Actuaries can use this quantitative information at scale to target resources, benefits, and supports to increase the objective wellness and subjective well-being of workforces.